ireland ppp national communications strategy

8/6/2019 Ireland Ppp National Communications Strategy

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EUROPEAN UNION STRUCTURAL FUND

National Communications Strategy



PPP Contacts in the Social Partners:

Construction Industry Federation

Don O’Sullivan

Tel: +353 (0)1 497 7487

Fax: +353 (0)1 496 6953

Email: [email protected]

Irish Business and Employers Confederation

Reg McCabe

Tel: +353 (0)1 605 1579

Fax: +353 (0)1 638 1579


Irish Congress of Trade Unions

Liam Berney

Tel: +353 (0)1 889 7777

Fax: +353 (0)1 887 2012


www.ppp.gov.ie

Public Private Partnership National Communications Strategy, 2002This agreed Strategic document was prepared by the Central Policy Unit in consultation with other PPP Units and the Social Partners



Section A: Background, Principles and Objectives 3

1. Introduction 3

2. Background to Communications Strategy 4

3. Central PPP Policy Unit, Department of Finance 5

4. Principles of the Communications Strategy 6

5. Assumptions made in the preparation of the Communications Strategy 7

6. Key Objectives of Communications Strategy 8

Section B: Implementation of Communications Strategy 9

1. Environment in which the Central PPP Policy Unit operates 9

First as regards opportunities 9

Secondly as regards communications challenges 11

2. Key Audiences 13

3. Key Messages of the Communications Strategy 15

4. Key actions to be undertaken as part of the Communications Strategy 16

5. Review of Communications Strategy 20

Section C: Communication Strategies of Line Departments 21

1. Department of Transport 21

a. Programme to manage the Department’s responsibilities in relation to thepromotion of the Government’s PPP policy 22

b. Programme to develop the Rail PPP policy 22

c. Programme to monitor the implementation of Metro project (Phase 1) 22

d. Programme to achieve highest standards in customer service

(internal and external) 23

2. Department of Education and Science 25

Project Initiation 25

Procurement Process 26

Construction Phase 26New Projects 26

3. Department of Environment and Local Government 27

Introduction 27

Key objectives of the Local Government Communications Strategy 27

Local Government Communications Strategy : 27

Implementation strategies and key actions 27

Contents:



1. Introduction

In the Irish context, PPPs are defined as partnerships between public sector

organisations and private sector investors/businesses with clear agreement on shared

objectives for designing, operating, constructing and/or financing infrastructure

which would otherwise have been provided via traditional procurement mechanisms.

The contribution PPPs can make to the provision of public infrastructure includes:

accelerated delivery of economic infrastructure priorities;

increased level of funding available for investment;

transfer of risks to the private sector;

exchange of skills between public and private sectors; and

value for money to the Exchequer in terms of efficiency, effectiveness

and economy.

At the outset, the Government adopted a pilot project approach to the PPP process,agreeing a list of projects involving capital expenditure of about €762m (IR£600m).

This provided the basis for a significant PPP element in the Infrastructural (roads,

transport, environment) and Human Resource (education) aspects of the National

Development Plan 2000-2006. In keeping with the priority it accords to the timely

delivery of infrastructure and the use of PPPs, the Government established a Cabinet

Committee on Infrastructural Development including PPPs. Following the General

Election in May 2002 the Cabinet Committee has been reconstructed as the Cabinet

Committee on Housing, Infrastructure and PPPs. The Committee will continue to

meet on a regular basis to monitor the implementation of major infrastructure

projects and to address any issues that arise.

The PPP process is now being widened and deepened. The feasibility of adopting a

PPP approach in the Health and Justice areas is being examined.

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Section A: Background, Principles and Objectives



2. Background to Communications Strategy

The Programme for Prosperity and Fairness (PPF) reaffirms the commitment of the

social partners to PPPs in line with the conclusions of the National Economic and

Social Council that PPPs embody significant potential for achieving accelerated

delivery of strategic national infrastructure and quality public services on a long-term

value for money basis for the Exchequer. The PPF called for the development of a

framework agreed with the social partners to assess the appropriateness of PPPs for

infrastructure projects and to guide their implementation.

The Framework for Public Private Partnerships, which was formally launched by the

Minister for Finance on 1 November 2001, confirms the commitment of the social

partners to the development of public private partnerships in Ireland. It provides for

the assessment of the appropriateness of PPPs for infrastructure projects, and is

designed to guide their implementation, taking into account wider economic, social

and environmental objectives.

Part 8 of the Framework states that “A PPP communications and awareness strategy,

led by the PPP Unit in the Department of Finance, will be directed at key

stakeholders, officials of the public service procuring agencies, employees in sectors

where PPPs will be developed and the general public. It will continue to be

developed by the IAG (Informal Advisory Group), in cooperation with other

departments and agencies and collaboratively with the social partners.”

This Communications Strategy will stand alongside the Framework for PPP

Awareness and Training published in December 2000 which deals with formal

training courses and programmes.

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3. Central PPP Policy Unit, Department of Finance

A Central Policy Unit has been established in the Department of Finance and its role

is to lead, drive and co-ordinate the implementation process across and in conjunction

with the line Departments and other State authorities. In addition to the Central PPP

Policy Unit in the Department of Finance, Units have been established in the

Departments of:

Environment and Local Government;

Transport; and

Education and Science.

The National Roads Authority has appointed a PPP Manager with responsibility for

the development of PPP projects in the roads programme. The Department of Health

and Children have also established a PPP Unit.

These PPP Units are represented (together with other relevant Departments andAgencies) on the Interdepartmental PPP Group (IDG) set up to co-ordinate

approaches in the public sector. The role of the IDG is to bring together key decision

makers to ensure that there is coherence and consistency across the public service.

They are also represented on the Public/Private Informal Advisory Group (IAG)

which also includes representatives of the Social Partners - IBEC, CIF, ICTU and

Forfás. The IAG provides a forum for the participation of the social partners in the

development of the national PPP programme and the monitoring and review of the

Framework for PPPs under the PPF.

The overall mission of the Central PPP Policy Unit of the Department of Finance is:

to promote Public Private Partnerships and to lead, drive and co-ordinate the

implementation process across and in conjunction with the line Departments.

From the initial stages of the mobilization of the PPP process to date, the Unit has

been heavily involved in promoting the concept of PPPs and has worked closely with

the line Departments in the development of suitable pilot projects. Now projects are

coming onstream, the focus of the Unit is shifting to a policy orientation involving

the development of central guidelines and a consultative and problem-solving

function rather than a “hands-on” role.

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The mission of the Unit places a strong emphasis on communications and

consultation with other Departments and interests including input at seminars,

assistance to public sector speakers, funding special events and the provision of

training for public sector participants. This is of fundamental importance to the

Communications Strategy and it gives rise to a number of principles, which will

inform the Strategy.

4. Principles of the Communications Strategy

The main principles under which the Communications Strategy will operate are

communication between any two partners is a two-way process;

in a situation where there are many partners and interests, effective

communications will be multi-directional, with the Central PPP Policy Unit

at the core;

as set out in the Framework for Public Private Partnerships, theCommunications Strategy will be formulated and implemented as far as

possible in consultation with representatives of the various interests and

through existing structures and agreements established under the PPF;

its aim will be to address the information needs of those interests and parties;

the Strategy will complement rather than duplicate the work of the

sectoral PPP units;

as far as possible the Strategy must coincide and be integrated with other

relevant mechanisms, structures and processes eg. Departmental SMI

strategies, NDP plans, press offices, EU seminars etc.;

all publications, information packages, web site pages and presentations will

be as far as possible in plain non-technical language and will be in clear

large format script (following Government requirements and guidelines on

facilitating access for people with a disability and visually impaired people);

and

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all seminars, conferences and presentations organised by the Central PPP

Policy Unit will offer signing/interpretation where required and facilities for

people with disabilities.

5. Assumptions made in the preparation of the Communications Strategy

In preparing the National Communications Strategy, a number of factors have been

taken as given. These are:

communications will be a priority for the Central PPP Policy Unit;

once agreed, the Communications Strategy will be implemented as

appropriate in all PPP units and agencies;

financial resources will be provided towards setting up/attending regional

information events, for communications equipment, e.g. laptops, projectors,

stands, promotional material, information packs and catering;

training in communications will be available for staff and participants from

the Social Partners;

the Central PPP Policy Unit and Departmental Units will work closely and in

cooperation to achieve the agreed objectives of the Strategy;

the Central PPP Policy Unit will liaise with and will be advised and supported

by the NDP Section, the Department of Finance Press Office, the GIS and the

Social Partners; and

while devising and agreeing the strategy will be the responsibility of thePolicy/Communications Section, all staff of the Central PPP Policy Unit will

participate and contribute to achieving the objectives.

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6. Key Objectives of Communications Strategy

The overall aim of the Communications Strategy is to achieve a profile for Public

Private Partnerships as a procurement mechanism that can:

improve the quality and availability of infrastructure priorities;

allocate risk to the party best suited to bear it;

provide Value for Money – efficiency, effectiveness and economy; and

promote innovation.

Specifically, the key communications objectives are to:

1. develop a profile for Public Private Partnerships, both nationally (including

regionally) and internationally – to inform firms and stakeholders of the

existence and possible applications of PPPs;

2. educate participants and interested parties on the potential advantages anddisadvantages of PPPs;

3. promote best practice in the development and application of the PPP

approach; and

4. provide a resource for the general public, potential participants and interested

parties to obtain information/clarify issues.

By addressing these objectives, the Communications Strategy will correctmisunderstandings and misinformation on PPPs and maintain an information

resource centre (eg. records, books, periodicals, studies, parliamentary debates, Acts,

statutory instruments, videos, tapes, ministerial speeches etc. on PPP issues). It will

also help to create and maintain a competitive market for PPPs by attracting top class

national and international firms.

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1. Environment in which the Central PPP Policy Unit Operates

The Central PPP Policy Unit is operating in a changing environment which presents

a number of opportunities and poses considerable communications challenges. The

key features of the environment include:

First as Regards Opportunities

Economic and Social Developments – one consequence of the exceptionally

strong growth of the Irish economy over the past 10 years has been pressure

on infrastructure. This in turn gave rise to a need for creative solutions to

address our infrastructural needs rapidly and effectively. This generated a

positive environment for Public Private Partnerships. Although recent

economic developments indicate a slowdown in rates of growth from

previous record levels, GDP growth is still expected to average 5% over the

three years 2002 – 2004. GNP is expected to average 4%. Infrastructural

issues will still have to be addressed. Indeed, pressures on expenditure

reinforce the need for effective means of procuring capital investment and

alternative financing models.

Social Partners – the Social Partners have made important commitments to

Public Private Partnerships. These are contained in the NESC report and

several national partnership agreements, most recently in Programme for

Prosperity and Fairness.

National Development Plan – there is significant PPP potential in the

Infrastructural and Human Resource strands of the plan for the period

2000-2006.

Expertise – the roll-out of pilot projects has facilitated the development of

specialist expertise in the Central PPP Policy Unit and in the PPP Units of

line Departments.

Staff Resources – the provision of additional staff resources to the Central

PPP Policy Unit and the creation of new units (e.g. the Department of Health

and Children) provides some scope for further development and underpinning

of PPP arrangements.

(1) Comprising Government, Business and Employers, Unions, Farming, and the Community and Voluntary Pillar.

Section B: Implementation of Communications Strategy

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New Projects – the further development of existing pilot projects and the

emergence of new interest in projects in the Health and Justice areas provide

new opportunities for the development of information, expertise and policy

on PPPs.

Legislation – introduction of enabling legislation to ensure that State

Departments and Bodies have power to enter into PPPs supports and

enhances the opportunities for developing PPPs. It also provides an

opportunity for increasing knowledge of PPPs through discussion

and debate.

Northern Ireland – contacts with the PPP Units in Northern Ireland suggest

the possibility of the development of firmer links and future co-operation.

European Union – The Commission of the EU is a strong proponent of the

development of Public Private Partnerships. Funding is provided for certain

activities under the Technical Assistance Programme. The European

Investment Bank (EIB) is active in financing arrangements for approvedprojects. The EIB also has a considerable store of technical experience on

major infrastructure which is available to its shareholders.

UNECE – PPP Alliance – The United Nations Economic Commission for

Europe agreed to create a Public-Private Partnership Alliance Programme in

2001. The Programme is a network of officials from national PPP Units and

government ministries of various infrastructures together with the

representatives of the leading enterprises in the field, with the central

objective of creating a centre of excellence of best practices in the field of PPPs. The Programme has an immediate focus on communication, training

and experience sharing and capacity building and project support.

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Secondly as Regards Communications Challenges

There are a number of issues which pose particular challenges to the Communications

Strategy. These include:

Promoting the brand (including extending awareness of PPPs generally,

providing a positive image of PPPs and countering negative publicity) –

the PPP concept is a relatively new one. It is not widely understood. Market

research undertaken by Drury Research concluded that “the majority of Irish

people do not understand the term Public Private Partnership. When the

term is explained further, many are still unsure whether such partnerships are

a good idea or not.” The research showed that 65% of respondents did not

understand the term. There is also evidence that the concept may be

misunderstood and misinterpreted. This was apparent from the 2001 Global

Summit, where a meeting with protesters revealed that their objection was to

the construction of roads (and in some cases to the tolling of roads) -

not to PPPs per se.

Promoting Market Interest – interest in Ireland’s PPP programme from

national and international firms with suitable expertise is vital to ensuring avibrant and competitive PPP process. This is particularly true of large

projects. Recent international economic trends may have an adverse impact

on market interest which will have to be addressed in the

Communications Strategy.

Ensuring adequate administrative structures – PPPs are a new form of

procurement involving complex legal and financial arrangements. They also

have implications for staff. PPPs require the development of knowledge and

expertise and place an administrative burden on all parties concerned. It willbe necessary to ensure that adequate training and resources for those

involved in implementing the Communications Strategy are provided.

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To date, the Central PPP Policy Unit has worked closely with the line

Departments and offices/agencies in developing pilot projects. The increasing

emphasis on policy development in the Unit will lead to a corresponding

increase in the pressure on other Departments and the Public Expenditure

Division of the Department of Finance to develop the capabilities to evaluate

proposals and assess ongoing projects.

Ensuring adequate resources – the administrative burden involved and the

range of issues to be addressed in the development of PPPs is of such

magnitude that even with new PPP units, only key priorities can be addressed.

Limits will also apply to the promotion and provision of information on PPPs

- the availability of representatives of Government Departments and the

Social Partners for information seminars and promotions will be constrained

by other demands.

Information dissemination – the fact that the Central PPP Policy Unit and

units in line Departments are located in Dublin will necessitate an outreach

programme to disseminate information on PPPs including the tracking of projects. Consideration will be given to establishing mechanisms to support

the transfer of ideas across sectors and projects and to collect feedback from

public and private sector bodies.

Promoting understanding of the issues – a significant part of the

information to be communicated about PPPs is technical and complex. There

will be a balance to be struck between making the information accessible and

oversimplification.

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The Communications Strategy needs to address a wide range of audiences, national,

international and regional. There will be different perspectives and emphases in the

messages to be delivered to the different audiences. The main audiences in each

category are set out below:

National

Government and Ministers

Political Parties

Public Sector

Department of Finance

Other Government Departments/Offices

Local Authorities

Health Boards and the Eastern Regional Health Authority

State Bodies and Agencies

Social Partners

Business/Employers

Unions

Farm Bodies

Community Platform

Business Sector

Chambers of Commerce

Accountancy Bodies (Regulatory/Standards - ACCA etc.)Firms in Relevant Sectors

European Union

Commission

EIB

Other Member States

Business Sector

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2. Key Audiences



International

States/Countries with PPP or PFI arrangements

Business Sector

UNECE – PPPAlliance

Media

General news- TV, Radio, Print media

Key influentials

Opinion journalists

Academics

Specialist journals and periodicals - Business Supplements

and Programmes

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The messages to be conveyed in the Communications Strategy will depend on and be

tailored to the audiences and interests involved. The overall key messages

will include:

Ireland is developing an extensive pilot Public Private Partnership

Programme;

The development of PPPs in Ireland is based on the principles of Social

Partnership and must be consistent with the agreed Framework. The Social

Partners have agreed to the development of pilot projects and are an integral

part of the review and development process.

Transfer of risk to the appropriate sector is an integral part of PPPs;

The reward to the private sector will be commensurate with the level of

risk taken;

The cost of funds will have to be appropriate to the transfer of risk;

Public Private Partnerships can take a number of forms;

They are a form of procurement and as such they are subject to examination;

A Business Case must be made for projects;

Value for Money must be achieved;

Because the PPP programme is being undertaken on a pilot basis, it involves

an ongoing learning, evaluation and revision process; and

PPPs are not a means of “privatisation by the back door”.

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3. Key Messages of the Communications Strategy



The actions to be undertaken as part of the Communications Strategy follow from the

Key Objectives and are set out below.

Objective 1: Develop a profile for Public Private Partnerships, internationally,

nationally and regionally – to inform people of the existence and possible

applications of PPPs.

Strategy – Develop and implement a promotional programme targeted at key

audiences. This will involve:

developing a strong and accurate identity for PPPs;

organising national and regional information seminars;

speaking, presenting and attending national and regional

seminars/expositions/events;

briefing top Departmental managements, Government and politicianson PPPs;

tapping national and local media potential with both planned and reactive

articles/speeches; and

speaking, presenting and attending international seminars, expositions

and events.

Key Actions:

develop and promote a brand for PPPs – logo, stand, promotional material –

logo to be used on all projects.

devise and undertake a series/campaign of nationwide seminars, involving the

Social Partners and starting with a roll-out of the Framework;

organise co-ordinated national and local press and publicity activity to

support the campaigns;

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4. Key actions to be undertaken as part of theCommunications Strategy



liaise with NDP, Press Office and Government Information Service (GIS) to

ensure coverage of PPPs;

organise briefings/presentations to MAC and relevant Dáil Committees;

organise an introductory Press Briefing on PPPs for relevant journalists;

establish contacts with embassies, counterparts in PPP Units and with

relevant firms, trade journals abroad; and

develop contacts with agencies promoting Ireland abroad, participate in trade

shows and undertake a series of high-level briefings.

Objective 2: educate participants and interested parties on the potential

advantages and disadvantages of PPPs.

Strategy – provide information, references and examples. This will involve:

devising clear and easy to follow basic introductory notes/information packs

on PPPs;

sourcing appropriate examples and informing potential participants; and

placing all notes on the PPP Website with links to other useful sources

of information.

Key Actions:

liaise with other PPP Units and NDP Section to establish level and quality of

information already available;

draft and publish a series of introductory leaflets outlining the process and

dealing with FAQs;

place all publications and training information on website; and

notify all parties when website has been revised and updated.

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Objective 3: promote best practice in the development and application of the PPP

approach.

Strategy – identify best practice and provide information and guidance as appropriate

and at varying levels of detail/complexity. This will involve:

devising and publishing clear and easy to follow basic guidelines;

devising and publishing more detailed procedural and policy guidelines forparticipants in the process;

sourcing appropriate training and conferences and informing potential

participants; and

placing all introductory, training and guidance notes on the PPP Website.

Key Actions:

liaise with other PPP Units to identify key policy issues;

appoint consultants to research policy/process issues;

compile policy/process best practice guidance notes;

clear policy/process best practice guidance notes through the PPP structures

(IDG and IAG);

finalise plans for provision of training;

place all publications and training information on website; and

notify all parties when website has been revised and updated.

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Objective 4: Provide a resource for the general public, potential participants and

interested parties to obtain information/clarify issues.

Strategy – Redesign and develop the PPP Website and compile a range of

information packs/briefing materials for dissemination.

Key Actions:

appoint design team to redesign website;

provide interactive feature to enable timely response;

place all publications and training information on website;

publicise redesigned website with launch and “flyers”; and

develop Communications Forum - establish channels for feedback and

response from all relevant parties.

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It is intended that progress in achieving the key objectives of the Communications

Strategy will be reviewed on an annual basis by a Sub-group of the IDG and IAG

with results reported back to the IDG and IAG. Sections B and C of the

Communications Strategy can be updated to reflect experience on the basis of these

annual reviews as necessary.

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5. Review of Communications Strategy



1. Department of Transport

The Rail PPP Division of the Department of Transport has responsibility for

examining and implementing, where appropriate, a PPP approach to the development

of new rail infrastructure projects. The Division also has a role to play in considering

the scope for PPPs in respect of projects in other sectors under the aegis of the

Department. The Division recognises that effective communications is a critical

success factor for the achievement of all the business goals which emanate from these

broad roles. It shares the principles and objectives of the National PPP

Communications Strategy and seeks to carry out its functions in a manner which is

both consistent with and complementary to this Strategy.

In 2001, the Division pursued a rigorous policy of stakeholder consultation and

promotion of its PPP activities. Among the communication initiatives were:

extensive stakeholder consultation on all stages of the Transport (Railway

Infrastructure) Act 2001;

A Market Consultation exercise, initiated in the Official Journal of the

European Communities, in relation to the development of a Framework Policy for Rail PPPs;

Participation in the IAG and the IDG forum for PPP, in several training

courses and PPP conferences at home and abroad;

Continuous “open door” policy to interested parties; and

Publication of CDs, promotional literature and PPP page on Department’s

website.

In 2002, it is intended that the principles and objectives of the National PPP

Communications Strategy will continue to be translated into concrete activities.

We consider that the best way of doing this is to integrate these principles and

objectives into the Division’s Business Plan and the various work programmes which

form part of that business plan, as follows:

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Section C: Communication Strategies of Line Departments



A. Programme to manage the Department’s responsibilities in relation to the

promotion of the Government’s PPP policy

The Division aims to foster knowledge and debate, within and outside the

Department, regarding the scope for PPPs in all sectors under the Department’s aegis,

by:

consulting with all relevant parties and interests;

becoming a best-practice resource for the provision of high-quality and

proactive information and advice on PPPs; and

providing and facilitating opportunities for discussion about development of

PPP policy and practices in the relevant sectors.

B. Programme to develop the Rail PPP policy

Further to the publication of the Framework Policy for Rail PPP and to the launch of

the procurement for Dublin Metro, the Division aims to maintain the currency andrelevance of the policy by:

promoting the policy to all stakeholders through continued participation in all

relevant fora;

ensuring appropriate adherence to the policy through effective two-way

communications with the RPA during the Metro project development phase;

and

adapting and developing the policy in light of experience gained through

implementation of the Metro project and communicated through consultation

with the RPA and feedback from other stakeholders.

C. Programme to monitor the implementation of Metro project (Phase 1)

The participation of key Government stakeholders, including the Department of

Finance, will be central to the success and timely implementation of the Metro

project. The co-operation of the public is also a vital pre-requisite for success. It is

intended that the transparency of the process will be maintained for these

stakeholders through:

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participation of Government stakeholders on the Metro Monitoring

Committee, to include representatives from the Departments of Transport,

Finance (PED and PPP Units), and Environment & Local Government/DTO,

the RPA and its various advisers;

The establishment of relevant sub-groups of the committee, involving and

developing a wider group of “experts” within the government stakeholder

group, to develop parameters and guidelines on specific issues for the project,

such as positions on costs, financing, affordability, route, risk transfer etc.;

Continued use of existing fora (IAG, IDG, PTPF etc.) for presentation and

consideration of key issues prior to Government decision, to ensure the

competition is developed in accordance with Departmental and national PPP

policies; and

A timely and transparent public consultation process, which will input to

decision-making on aspects of the project such as route alignment and helpensure public “buy-in” for the project.

D. Programme to achieve highest standards in customer service (internal

and external)

The provision and dissemination of timely and appropriate information to all

customers is an important component of the Department’s Customer Service Policy.

As part of the implementation of this policy, the Rail PPP Division recognise the

range and spread of its customers in relation to the development of PPPs in the

various sectors for which we are responsible. It is the aim of the Division to:

Continue to explore new ways and media for reaching our customers in the

optimum manner, and in particular, develop the use of technology for

dissemination of information;

Provide the highest quality response to the various forms of informationqueries dealt with by the Division, and continue to develop staff skills in this

regard;

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Update and improve existing channels of information such as the website and

promotional literature produced by the Division; and

Continue to develop staff skills in areas vital to successful communications –

presentation skills, web-authoring, writing and desk-top publishing, database

and information management, etc.

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2. Department of Education and Science

The Department of Education and Science PPP Unit communications strategy is

project based and is directed at the stakeholders and potential stakeholders in PPP

projects.

Project Initiation

Provision of Educational facilities through the PPP process is a major departure from

traditional procurement methods and, as such, requires support from the stakeholders.

In order to achieve this the Unit engages in dialogue with stakeholders from the

earliest possible stage.

When potential PPP projects, such as the Post-Primary School Bundle, were

identified, the Boards of Trustees/Management and Vocational Education

Committees were informed that their school is under consideration. The PPP Unit

then met the Local School Management, not to sell the concept of PPPs, but to inform

the stakeholders of the process and how the new school would be procured. In the

case of the School Bundle, some took the opportunity to visit existing PPP school

projects, for example, in Northern Ireland or the UK.

During the early stages of the School Bundle project additional information meetings

were held with the wider school community (the staff and interested parents).

Following the appointment of the Preferred Bidder, further local information

meetings were held.

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Procurement Process

Once the Board of Management agrees to PPP procurement, the schools were

included in the information flow regarding the procurement process. In the School

Bundle project the local management were met on a regular basis by the Project

Board to keep them up to date with developments

In the Cork School of Music project, the Cork Institute of Technology (CIT) was

directly represented on the Project Board. Similarly, in the National Maritime

College project both CIT and the Irish Naval Service (INS) were represented on the

Project Board.

Construction Phase

The School Bundle project is currently in the construction phase. The operators meet

with the school principals on a regular basis to keep them informed on progress. It is

intended that similar procedures will be adopted in respect of both the CSM and

NMC projects.

New ProjectsThe strategy outlined above has served to involve the stakeholders in the PPP

process, thus reducing possible points of friction. It is intended that a similar strategy

will be adopted in any future educational projects.

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3. Department of Environment and Local Government

Introduction

As the local government sector has a major role to play in the implementation of PPP

programmes, a specific communications strategy is required to ensure that this sector

is fully informed of developments in the PPP area and firmly engaged in the process.

The strategy is targeted primarily at practitioners and potential project sponsors of

PPP projects in the local government sector.

Key objectives of the Local Government Communications Strategy

The overall aim of the strategy is to provide a framework to support the

implementation of PPP projects and programmes undertaken by local authorities. To

this end the strategy seeks to : -

disseminate information, guidance and examples of best practice throughout

the local government sector and provide local authorities with opportunities

for sharing experiences, giving feedback and influencing the direction

of policy;

ensure that the local authorities are well equipped to promote PPP at local

level, whether in the initial championing of potential projects or the active

stakeholder consultation required when advancing projects. They must have

sufficient knowledge and reference material to address concerns of

stakeholders and the general public; and

raise the profile of local government PPP activity at national level.

Local Government Communications Strategy:

Implementation strategies and key actions

The Local Government Communications Strategy reflects the principles

underpinning the National PPP Communications Strategy and seeks to deliver on

each of the four key objectives of the national strategy in the following ways.

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Objective 2: Educate participants and interested parties in the potential

advantages and disadvantages of PPP.

Strategy – Two-way communications process involving the dissemination of

information to local authorities on a regular basis and providing opportunities for

feedback on project experience and views on policy development. The aim is to

ensure that local authorities are fully engaged in PPP development and provided with

support and knowledge to undertake their responsibilities for stakeholder consultation

at local level.

Key Actions

Putting in place appropriate structures which, while taking cognisance of

existing liaison and training arrangements, add value to the process, without

duplication of effort. This is likely to involve

establishing a network of local authority officials engaged in PPP; and

distributing a quarterly newsletter specifically for local government sector

beginning in June 2002.

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Objective 3: Promote best practice in the development of the PPP approach.

Strategy – Develop guidance, standard documentation and technical material to

assist local authorities in the implementation of PPP projects and programmes.

Key Actions

Producing further detailed guidance, technical advice and standard

documentation;

Support the development of guidance and training by other bodies at a

sectoral level, e.g. the training programmes of the Water Services National

Training Group, in order to assist local authorities in the management of PPP

contracts; and

Developing case studies of PPP experience and material for use in the

assessment and management of future projects.

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Objective 4: Provide a resource for the general public, potential participants

and interested parties to clarify issues.

Strategy - Provide information on projects and latest developments for the national

website and assist local authorities in their role in communicating a better

understanding of PPP to the general public.

Key Actions

Provide good quality information on projects relevant to local government for

the national PPP newsletter prepared by the Department of Finance; and

Develop a central library of material on PPP in local government - research,

statistics, and reports etc - in Ireland and internationally.

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Courts Services:John Mahon

Tel: +353 (0)1 888 6593Fax: +353 (0)1 872 4063


Department of Environment and Local Government:

Eddie Lewis

Tel: +353 (0)1 888 2092Fax: +353 (0)1 888 2107


Department of Education and Science:

Dave Gordon

Tel: 00353 (0)1 888 2353Fax: 00353 (0)1 872 9293


Department of Health:

Dympna Butler

Tel: 00353 (0)1 635 4136Fax: 00353 (0)1 635 4373


Department of Transport:

Maurice Treacy

Tel: 00353 (0)1 604 1032Fax: 00353 (0)1 604 1272


National Roads Authority:

Gerry Murphy

Tel: 00353 (0)1 660 2511Fax: 00353 (0)1 668 0009Email: [email protected]

Rail Procurement Agency:

Rory O’Connor

Tel: 00353 (0)1 646 3400Email: [email protected]

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Sectoral, PPP Units



Head of PPP Unit:Eamonn Kearns

Tel: +353 (0)1 639 6237Email: [email protected]

Head of Policy and Communications:Mary McKeon


Communications Unit:

Joyce Nolan


HR Policy and Administration:

Jim Deane

Tel: +353 1 639 6221Email: [email protected]

Development of Defence PPP:

Tom Brace


Programme Management & Technical Policy:

Pat O’Neill

Tel: +353 (0)1 639 6227Email: pat_o’[email protected]

Finance Policy:

Cormac Gilhooly


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Central PPP Unit, Department of Finance



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